How to influence people and succeed at work: Executive coach

Why do decision-makers at work really choose one person for a role over another? What actually makes them trust someone’s judgment? How do they decide in practice who to tap for important opportunities?

For the last 12 years, I’ve coached top performers at some of the world’s largest and most competitive Fortune 500 companies. As a result, I’ve been a trusted advisor to executives, C-suite leaders, and hiring managers who’ve confided in me their answers to all these questions. 

Over time I’ve seen that technical expertise gets you far, but your ability to communicate persuasively determines whether your opinion is actively sought out or you have to fight to get your voice heard. 

I’ve watched this play out across different industries and ranks. The ability to influence others can set you up for success. And vice versa. Take the smart subject matter expert who can’t translate their work into the language of decision-makers, for example, or the skilled but inarticulate manager who gets passed over for promotion.

Your impact and advancement at work depends on your ability to persuade others.

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Becoming persuasive doesn’t mean resorting to manipulation, mind games, or politicking. In fact, the most powerful communicators I’ve worked with are thoughtful professionals who’ve learned to leverage their perceptiveness strategically. They understand psychology: how people think, what drives their choices, and how to present ideas to get seen, heard, and paid. 

The good news is that persuasive communication is a learnable skill. Here are my three favorite strategies to get started. Pick one to try today, and watch how differently people respond to your contributions.

1. Lead with your bottom line

2. Sell your idea as a way to solve specific problems

Persuasive communicators have mastered the art of translation. They reframe their messages through the lens of their audience’s needs.

People in power don’t just want clever solutions. They want good ideas that speak directly to their pressures, pain points, and priorities. Make that connection and you’ll gain a competitive edge. 

To be more persuasive, start with your conclusion, request, or recommendation, then follow with supporting evidence as needed.

For example, instead of saying, “This new system will improve data processing efficiency by 40%,” you might say, “This solution will help you deliver quarterly reports three days faster, giving you more time to prepare for board meetings.” 

Even when you need to defer or push back, the same principle applies. Jazz up a simple “I’ll get back to you,” by saying instead, “I want to make sure I give you the most useful answer for your quarterly planning. Can I have until Friday to gather the specific data you’ll need?”

3. Speak with authority

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